Technology Training to Libraries- InFO TECH.02

8/9/2019 Technology Training to Libraries- InFO TECH.02

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TECHNOLOGYTRAININGTO LIBRARIES

SARAH HOUGHTON-JAN

THE TECH SET 06

By: Hechelle SJ. Dela Cruz


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Introduction: Technology TrainingBasics

Planning Implementation

Marketing

Best Practices Measures o Success

Contents


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INTRODUCTION:TECHNOLOGYTRAINING BASICS

The Beneits o Technology Training Technology Training !our "i#rary $eeds Typical Technology Topics %reas o &uture 'ro(th )nscheduled *ersus Scheduled Training Technology+s ,ole in !our "i#rary


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THE BENEFITS OF TECHNOLOGYTRAINING

-.hy should I in*est sta time and #udgetmoney on technology training/ 1"i#rary managers

-.hy (on+t our managers pro*ide thetechnology training (e need/ 1 "i#rarysta


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The li#rary should pro*ide the #est possi#le

customer ser*ice to its patrons2 "i#rary users ha*e #een eagerly (aiting or

li#raries to pro*ide e3cellent technology ser*ices2

% (ell4training sta can ser*e the li#rary money#y perorming ser*ices at a higher le*el oproiciency2

%ll managers like to sa*e money and time5 #ut

gi*ing the sta the kno(ledge to pro*ide the #estcustomer assistance is (hat is most important2


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Technology is al(ays changing and isthereore one o those more diicult -skillgroups to deine and train2

By oering consistent opportunities ortechnology training5 employees eel that they

%re a part o a culture o learning in the(orkplace2

Creating an institutional culture (here

learning and applying ne( skills areencouraged can help to o#tain5 and retain5 thesta that (ill thri*e2


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- I you+re not helpingthem learn5 you+re

helping them lea*eMassis5 7008:9;2

I; or training dollarsspent2

= positi*e

To measure the ,>I or the li#rary+s e3isting orproposed training programs5 used the ollo(ingsimpliied approach2

?? The ,>I or any type o training is the same:Training ROI = the Customers Value

Perception Cost of Investment.


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There is no real right (ay to calculate

,>I5 #ut try to ollo( these i*e steps tokeep it simple:

82 Calculate the dollar cost o training2

72 @ecide (hat #eneits you (ish tomeasure2

A2 ,ecord statistics or the #eneits #eoreand ater training this is crucial;2

92 Calculate the dollar *alue o the #eneits2

2 @etermine the cost #eneit ratio2


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The Cost of Investment

Can #e determined Duite easily2

4Count these actor (hen determining the costo technology training:

Trainer consultant salaries or payments Trainee salaries or time in training and tra*el

costs time

Course administrati*e cost schedulingreplacement sta5 registration;

Course marketing costs marketing time andmaterials 1 lyers5 e4mails5 etc2;


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Course de*elopmental cost in time

and materials Training materials handouts5 copying5

oice supplies or trainees;

&acilities costs rentals5 po(er5 lights 5etc2;

EDuipment costs e2g25 %

eDuipments5 sot(are5 ser*ershosting;


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FOR EXAMLE:

"et us consider a one4hour online classon Microsot .ord or ten employees5 allli#rary assistants2 The training cost

comes to F85G0200 or salaries or theten sta (hile they are a(ay rom theirregular duties; and F70200 oradministration time spent on registrationand scheduling replacement sta;2

Total F 75000200


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The Cons!me"#s $%&!e e"'e(t)on

Is ininitely more diicult to determine2

Measuring the impact on li#rary consumer isnot as simple as measuring increased

sales num#ers or proits24 The ollo(ing categories can #e used to

measure the Customer+s alue Perception5#ut the dollar *alues assigned to each (ill

necessarily #e more su#ecti*e as there aree( hard and ast num#ers to measuresomething like customer satisaction:


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Sta producti*ity:

The time reDuired to complete *arious tasks5 Duality andimpact o output also consider the sel lie o the skilland ho( oten it is completed;

Sta sel4suiciency:

%#ility to complete tasks (ithout additional on4the4spotassistance rom other sta mem#ers

Sta satisaction:

Impro*ed o# satisaction5 #etter communication5organiJational commitment5 and team(ork

Customer producti*ity:

Time reDuired to complete *arious task5 Duality and impacto output


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Customer sel4suiciency:

%#ility to complete tasks (ithout assistance rom sta

Customer satisaction:E3periential satisaction ratings rom sur*eys or sampling

Market share:

Customer use o li#rary resources e2g25 cardregistrations5 .e# site use5 sot(are use5 holdsplace 5 etc2;

@o(ntime:

Hours o eDuipment do(ntime due to i3a#le ailures

Employee retention:

@ierence in turno*er rates attri#uta#le to trainingopportunities


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E*%m(&e:

Sta producti*ity or ten trainees has an increase *alue oF85000200 or aster task completion o*er the ne3t year2Sta sel4suiciency has an increase *alue o F002002Customer producti*ity as our sta in turn train customers;

has a *alue o FA50002002 Customer sel4suiciency hasan increase *alue o F85002002 @o(ntime or this sot(areis reduced or a *alue o F750002002

Total FG5000200

The ,>I o this class or the ollo(ing year is *ery realistic

9:8 FG5000200 #eneit K F75000200 cost; &or e*ery F8200 spent on this training5 (e ha*e gained

F9200 in increase output through our sta and customers2


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+hen "ev)e,)n- (otent)%& 'ost%n. /ene0ts to me%s!"e1

Be sure to limit the num#er o points to stay as realisticand simple as possi#le2

)se your li#rary+s organiJation goals and missionstatements to guide (hat those measura#le #eneits (ill

#e2 Stick to conser*ati*e num#ers instead o inlating statistics

into surrealistic e3ercises in utility that no one #elie*es2

There are5 o course 5 many more training costs or #eneits

that may (ork or your li#rary2 These list should at least pro*ide a starting point or

determining a Duantiia#le #eneit o pro*iding technologytraining to your sta2


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%nother reason to pro*ide technology trainingto your sta is to relie*e (hat LSarah

Houghton4an+ call your -tech pack mules2 These are the sta in positions o all kinds;

(ho ha*e kept pace (ith technologicalchanges in the (orkplace and as a resultend up as the go4to4olks or any and alltechnology Duestions and tasks2

These employees are not compensated or

their e3tra (orkN they don+t get a reduction intheir regular (ork duties or picking up thetechie (ork o others2


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These are the *ery sta that the li#rary

so desperately needs to keep in order topro*ide good customer ser*ice2

By oering technology training5 the

li#rary sho(s the -tech pack mules thattechnology training is important to theli#rary5 and the rest o the sta aretrained up to par so that they can handlemore and more situations on their o(n2


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Most o all5 ha*ing sta mem#ers (ho are notadeDuately trained in technology trying tosupport li#rary users is like ha*ing a card #oardegg carton holding up an S)2

>ur li#rary ser*ices are so inter(o*en (ithtechnology that a lack o skill in this areaeDuates to a systematic (eakness that can#ring the (hole structure crashing to the

ground2 "et+s #uild up that structure5 that support5 and

those skills2


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TECHNOLOGY TRAINING YOURLIBRARY NEEDS

rganiJation #y Position5 @epartment5"ocation

I the skills list has dierent sections #asedon sta position5 department5 or location5then organiJing the skills #y position may #ethe easiest (ay to pre*ent that inormation2

I the li#rary (riting skills list or a smallli#rary5 or there are one or more smallli#raries in li#rary system5 keep in mind that

in small li#raries (here there are only oneor t(o people (orking at once5 sta matterdoesn+t matter as much2


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%ccording to Charlene Mc'uire 700;5r Duestions rom the employee

!ou can do this in a ta#le ormat5 an outline5 anarrati*e paragraph5 a grid5 or a checklist2


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Ho, to C"e%te % S4)&&s L)st

Create a Taskorce


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The taskorce:

Should schedule regular ace4to4acemeetings #i(eeklymonthly; #ut also #ea*aila#le to communicate electronically

*ia e4mail or instant messaging2 May also (ish to consider setting up a

(iki5 discussion #oard5 or #log to oster

communication a#out the proect and topreser*e the process as it occurs2


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Conduct a "iterature ,e*ie( Taskorce mem#er reDuired to conduct

reading5 should done on (ork time2 Here are some o the things the taskorce

could consider reading:

,e*ie( t(o to i*e technologyskills list rom other li#raries2

,e*ie( one to three general

skills lists rom the rele*ant proessional

organiJations ,e*ie( t(o to i*e articles a#out technology

and skills lists2


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.rite Purpose Statement to 'uide !our .ork .hy are you creating a set o technology skills list/

Brainstorming possi#le elements o a purposestatement and hopeully ending the meeting (ithone in hand2

The purpose statement can guide the planning

process and ser*e as a #eacon documents as thetaskorce mo*es or(ard2

4 can also match up (ith the li#rary+s strategicgoals and o#ecti*es2

4 should #e disseminated to all sta4 along (ith a#rie e3planation o the process and the taskorceacti*ities2


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Set a Timeline

>nce a purpose statement has#een created5 the taskorce

should create a realistic timeline2 The taskorce should set a date

#y (hich is (ishes to accomplish

each o the steps the group plansto complete2


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%ssess "ocal ,eDuirements

&ind out rom administration (hich go*erning andother decision4making #odies may need toappro*e the skills list #eore they are implemented2

@etermine in the early process i the union needs

to ormally appro*e anything you put in place or iperhaps appro*al is only reDuired i the skills listsare tied to pay increase and decrease orpromotionsdemotions2

This is an etremelyimportant step in the process4and not one to #e missed or taken lightly2


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Hold on Sta Brainstorming Session

.hat do sta think is important (ithin the li#rary to

kno(/222 Brainstorming sessions are likely to #ring *ery dierent

list as (ell2

Ho( #rainstorming sessions conducted/

In*ite e*eryone to participate2 Ha*e large markers and large piece o #utcher paper Ha*e plenty o rereshments

Start the session o #y reiterating the purposestatement

"etting sta kno( o the decisions the taskorce hasmade regarding scope o the skills2


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%sk the sta (hat they are looking or in

technology training%ter the session5 transcri#e e*erything

into a (ord processing document5 orspreadsheet5 (hate*er seems to makemore sense gi*en the data you+*egathered2

It should #e discuss these result at a

uture meeting and take them hea*ily intoconsideration during the creation process2


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Sur*ey Sta

< I you are una#le to conduct#rainstorming session5 considercreating anonymous sur*ey or sta2

!ou can used ree online sur*ey toolslike:

Sur*eyMonkey

oomerang

C t T h l $ d P id


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Create a Technology $eeds Pyramid

%aron Schmidt

4concei*ed o an idea o creating a Technology$eeds Pyramid to outline the li#rary+s technologyneeds and goals2

Building the rest o pyramid in decreasing orders onecessity5 culminating in long4term goals or pie4in4the4sky desires or li#rary technology2

.orking (ith such a document can #e e3tremelyhelpul in creating and *isualiJing the li#rary+stechnology plan #ut can ser*e a dual purpose as a

method to determined (hat technologies theli#rary sta need training on in order to meet theli#rary+s o*erall technology goals2

SIMLIFIED TECHNOLOGY NEEDS


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SIMLIFIED TECHNOLOGY NEEDSYRAMID SHO+ING LIBRARY +EB

SER$ICES %)@I> IS)%" C>MME$TI$' S>CI%"

SITE P,ESE$CES

EB>>S %$@ E%)@I>"EE" 7 @%T%B%SESC%HT SE,ICESC%T%">' >E,"%!

B%SIC "IB,%,!.EBSITE >$"I$EC%T%">' "EE"8@%T%B%SES E4M%I"SE,ICES

H t + )t S4)&& L) t


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Ho, to +")te % S4)&&s L)st

.hat (e+re looking or here is a startingpoint5 a oundation4 not perection2

Create ,ough Categories In looking at the skills listed #y the sta5 and

at some o the categories in other li#raries+lists5 (hat categories are emerging as those

the li#rary (ill (ant to include in its o(n lists/


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Think a#out categoriJing the skills intothese possi#le rough categories:

Personal *s2 proessional

By *arious ser*ices area

By de*ice or sot(are in Duestion >r #y goals

>nce you+*e created5 start plugging in the

skills that you ha*e gathered rom all your*arious sources up to this point2

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